Avoid these 4 pitfalls with your next data automation project

An immense volume of data is created and exchanged every single day, and in our hyper-connected world, it is more accessible than ever before. To manage the sheer amount of information coursing through their digital pipes, companies are implementing process automation solutions whenever possible to save time and free up resources for more value-added tasks.

However, the decision to onboard automation processes does pose certain risks during the setup process. Given our extensive background implementing projects of this nature, we are here to share certain common pitfalls and roadblocks so you can prevent them from happening at all! Read on to find out exactly what to look for, and how to make your automation setup a success.

1. Lack of stakeholder engagement and support

Garnering your stakeholders’ support is one of the primary factors in the success of automation projects. Whether they are project sponsors, department directors, or system users, your stakeholders should be clearly identified and consulted every step of the way.

If sponsors and upper management are out of the loop, how can they foster a feeling of commitment to the project’s success? This disengagement may become a problem down the road. A successful implementation will see stakeholders providing helpful resources, responding to project requirements, providing feedback, and participating in team meetings. If this sounds like your current situation, keep doing what you’re doing!

2. Lack of vision and planning

Rome wasn’t built in a day, and process automation is not something that happens overnight. While some benefits and positive results may crop up earlier than anticipated, there are usually a few steps that need to be completed before you can reap the reward.

There must be a clear project vision that unites each team member involved in your project. Each of the necessary steps must also be planned out in advance and allocated the proper time and resources. Make a point of keeping everyone in the loop regarding the “why” and “what” behind the project, while taking stakeholders’ opinions, advice, and input into account. Open lines of communication are bound to yield a more effective and usable final product, not to mention a more efficient, synergistic, and cohesive process along the way.

3. Lack of participation from teams

Getting an automation process off the ground typically involves multiple teams. Making sure you have the right people on your task force can make or break the success of your project: for example, if you are automating the creation of data for a specific in-house team or group, it is imperative that they participate in the process of determining their own needs. If there is an IT component to the project, the associated team must also be looped into the process to make sure everyone is on the same page.

Being able to understand why certain teams would want to get involved in any given project – and what’s in it for them – will help you communicate effectively and create a sense of ownership for everyone at the table.

4. Lack of methodology and best practices

There is no limit to the number of implementation methods at your fingertips – but that doesn’t mean that they were all created equal! Analyzing your options in-depth and making an informed choice regarding your methodology can make all the difference.

Once your tools and processes are locked in, it is imperative that everyone commits to following the methodology you have put in place! A lack of enforcement can lead to important pieces of your project being misunderstood or falling through the cracks – and that can lead to issues with the automation process.

To avoid confusion, identify and communicate the methodologies and tools to be used at the beginning of a project. Plus, check in at regular intervals to make sure that each team is adhering to them properly.

If you’re looking to avoid common pitfalls and obstacles, the Consortech team is here to help make your next process automation project a success.